“Lift & Extend: Pragmatic Keys to Establish a Virtuous Circle for your Cloud Adoption Strategy”
While a few large companies like Johnson & Johnson got the rid of all their Mainframe-based applications and expect to run more applications in the Cloud than they currently do on their own infrastructure, the great majority of the Forbes Global 2000 organizations are still stuck at the beginning of the journey. If these large shops have initiated their move to the Cloud to reduce infrastructure costs, they’ll soon be confronted with technological, cultural and psychological hurdles which may hinder them to take full advantage – cost reduction, but also business value – of the Cloud. In this blog post series, we detail how to “lift & extend” and the pragmatic keys to establish a virtuous circle in your Cloud adoption strategy.
Compose your dream teams
The project members you’ll cast will be the internal ambassadors of your Cloud Adoption Strategy. Obviously, they should be selected for their technical skills on Cloud technologies and concepts, but also for their ability to communicate and advocate for embracing the DevOps culture. Since the average age of people involved in application development and maintenance can be around 50, especially for Mainframe-based applications, getting the momentum could be somehow challenging and may require negotiation and patience.
Build & Promote the PaaS case
Communicating on your first PaaS-native projects will be key for a broader Cloud adoption. It is key to frequently inform stakeholders and other project teams how this move to PaaS positively impacts application intelligence.
Talent acquisition & retention
The need for Cloud talent is also extremely high in other companies (including your competitors). Work with your HR to make sure these profiles are recognized and compensated for the value they will bring to your organization. They’re not just DevOps newbies, they’re handling your future IT business.
If you decide to outsource these implementations for some economic reasons, it is important to baseline software health factors and to monitor them over time, in order to ensure the innovation value that is brought doesn’t introduce new risks and quality issues that may, at the end, decrease the whole value of PaaS.
Erik Oltmans, an Associate Partner from EY, Netherlands, spoke at the Software Intelligence Forum on how the consulting behemoth uses Software Intelligence in its Transaction Advisory services.
Erik describes the changing landscape of M & A. Besides the financial and commercial aspects, PE firms now equally value technical assessments, especially for targets with significant software assets. He goes on to detail how CAST Highlight makes these assessments possible with limited access to the targetâ€™s systems, customized quality metrics, and liability implications of open source components - all three that are critical for an M&A due diligence.